Author outlines two basic session plans and sets down guidelines for a successful training program. (Editor)

The article deals with the theory that the educator as internal consultant has the responsibility to persuade today's management not to choose tomorrow's leadership on the basis of yesterday's standards. (Author/EK)

The article reappraises initial sales training and presents a program emphasizing objectives, responsibility for training, program content, and teaching techniques. Formal Initial Responsive Sales Training System (FIRSTS) is the name of the program explored and evaluated. (Author/MW)

Discusses the experiences of two T Groups who, after having worked together, separate and select a leader for each group. During tests, these leaders are exchanged resulting in different reactions. (EK)

Projects a greater degree of success in developing management abilities in trainees by modifying and controlling human behavior. (EK)

The project training design presented is an integrated approach to management development aimed at optimizing the transfer of training back to the work situation. This design combines some of the effective elements of classroom learning and job-based learning systems. (KP)

Describes a program in which industrial supervisors attended training sessions to improve their report writing skills. Training methods were based on case studies and included role plays and simulations. Suggestions for improving the program are included. (CT)